Last week, our Dean brought in two consultants to interview library staff with the ultimate goal of recommending changes in our organization. Specifically, the stated goal of the consultants was this: "How can our organizational structure be adapted to better reach our vision?"

I was fortunate to be scheduled for a solo meeting with both consultants. This was a new experience for me, and I came out of it with some thoughts on how to handle this type of interview.

1. Come prepared. Think about the major points you want to make and plan how you want to present them. If need be, bring notes. Our meetings were fairly brief (20-45 minutes), and most were group meetings, so time is of the essence.

2. Bring relevant documentation. I brought my Action Plan for a 2.0 Library because it described in detail my vision for the organization. There was no way I could explain all this in a brief meeting. I also couldn't assume that the consultants had a strong background in the concepts of Library 2.0. Handing over the plan took care of two issues: an explanation of Library 2.0, and ideas about the many things an organization can do to engage in it. My hope is, these ideas will help inform their final recommendations. With the plan in hand, it might stand a chance.

3. Tell it like it is. It's tricky to walk a fine line between suggestions for change and what may be perceived as negativity. I'm sure I didn't walk it perfectly, but I tried. If you want consultants to understand the types of change you envision, you need to give them examples of the issues and your rationale about why these things are issues. In my case, I did my best to connect my examples with my goal of moving us toward an institution that welcomes 2.0 culture into our professional practice. Over the course of our meeting, I did my best to describe both barriers and opportunities.

4. Prove that you're willing to work toward your vision. I mentioned a handful of strategies that I was trying, and willing to try, in my insitution. This seemed to go over well with the consultants. My examples showed that I was willing to pitch in, especially in a supportive organization.

5. Listen to the consultants' comments. Maybe my meeting was a little different from the others, but the consultants made a few observations about my position within the library that were interesting. One problem is that they didn't know me, or how I operate, so some of their assumptions were off base. But their general observations were useful. There's something soothing about an objective, outside voice.

The consutants' report is due at the end of September.